486 words, 1.8 minutes read. By Gerard Blokdyk
Strategic Planning 1 big thing: Participate in joint planning with Product teams.
The big picture: Lead Enterprise Information strategies, planning, and Priorities to expand your existing Strategic risk management capabilities into the next Level of Tactical risks in Cyber and business continuity, allowing you to identify and manage risks effectively.
Why it matters: Make sure there is involvement with risk management; can confidently identify and convey risks, issues and blockers and present alongside proposed mitigation or resolution plans.
Go deeper: Safeguard that your staff leads research and development projects to investigate the suitability of new or improved technologies, and contributes to strategic infrastructure planning.
What to watch: Verify that your workforce maintains a dashboard of Key Performance Indicators tracking the efficacy of product delivery and the reliability of the supported production environment.
Between the lines: Ensure you strategize how brands should communicate with people across the myriad of media channels, and how to do that differently from every other brand.
State of play: Secure that your organization is responsible for assessment of existing and potential markets, product life cycle planning, coordination of technical product development, development of product strategies, definition of promotional activities and product launch.
What they’re saying: “Manage development of the division strategic plan, leveraging analysis of financial, operational and regulatory data to create a prioritized roadmap of recommended initiatives to improve operational performance.“, Philip P. – Consultant – Investment Management
Under the hood: Proactively and independently, operationalize research planning process and resolution of complex issues, especially if they affect market access decisions and evidence for product.
Top Strategic Planning Must Haves
Strategic Planning Executives tell us every quarter about their must haves.
Here are their most urgent ones:
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Top thinkers are using The Art of Service Critical Capabilities Analysis, the guide that’s helping leaders stay ahead of what’s next.
This guide will help you plan your roadmap. The Critical Capabilities and Priorities Guide enables leaders to shortlist hundreds of appropriate results, already prioritized.
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Yes, but: Be certain that your operation is responsible for ensuring the right products are delivered to the right location on time, to the quality required and in the most cost effective way.
Meanwhile: Liaison so that your workforce serves as a conduit for the brand and to connect market knowledge with the broader corporate market intelligence and planning cycles.
The bottom line: Make sure your workforce has involvement building and maintaining relationships with executive stakeholders and leading difficult conversations pertaining to business performance and/or financial/contractual negotiations.
What’s next: Verify that your workforce develops organizational performance metrics and key performance indicator for tracking progress towards the actualization of your organizations strategic goals.
ICYMI: Make headway so that your process is driving strategic resource planning and budgeting, operations, and risk management, and developing decision support analytics and systems to support such activities.
A MESSAGE FROM THE ART OF SERVICE
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